UNIT ASSESSMENT

AQA A Level
Business

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Unit Assessment
This Unit Assessment covers:

3.4 Decision making

to improve operational
performance
h 1 hour
h The maximum mark for this unit
assessment is 50

Name

Centre Name

AQA A Level Business

Unit Assessment
Section A
ANSWER ALL QUESTIONS IN THIS SECTION

An inventory control chart for a retail business is displayed below.

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450
400
350

Units

300
250
200
150
100
50
0

10

11

12

Weeks

From reviewing the chart, which one of the following statements is true?

A The business moves to weekly deliveries in week 8

B The buffer level of inventory is 400 units

C The business is looking to increase its inventory levels

D The business is selling 100 units per week

(1 mark)
2

A business produces 50,000 units per month. Variable costs per unit are 2.50 and monthly fixed
costs are 200,000. What is the cost of producing one unit?

A 7.00

B 6.50

C 4.00

D 1.60

(1 mark)

Page 2 AQA A Level Business Unit Assessment

A firms capacity utilisation is 75%. Its total capacity then reduces by 25%.
Its new capacity utilisation is:

A 100%

B 75%

C 50%

D 25%

(1 mark)
4

The following information relates to a business that produces made to order birthday cakes:
30
40
5
500
500

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Number of cakes made each month

Average selling price per cake
Cost of ingredients per cake
Direct labour costs per month
Fixed costs per month

What is the total added value that the business receives in one month from its birthday cakes?

A
1,050

B 695

C 550

D 50

(1 mark)
5

A manufacturing business has a high level of spare capacity. A potential disadvantage of this is:

A
The business can respond to sudden increases in demand

B Fixed costs as a percentage of total costs are low

C Employees may become bored and demotivated

D The business has more time for routine maintenance

(1 mark)

AQA A Level Business Unit Assessment Page 3

Section B
ANSWER ALL QUESTIONS IN THIS SECTION

A medium sized food retailer currently receives 800 trays of inventory each day on its morning delivery.
It employs 5 members of staff to replenish the shelves with this stock in a two hour time slot, prior to
the store opening. Towards the Christmas peak trading period, the number of trays increases
by 50% and the staff levels increase by 20%.

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6.1 Calculate the change in labour productivity per hour, between the pre-Christmas and Christmas

peak trading periods, during the morning replenishment of stock. Show your workings
(4 marks)

6.2 Explain why measuring labour productivity per hour is important to a medium sized food retailer

during the morning replenishment of stock

Page 4 AQA A Level Business Unit Assessment

(4 marks)

Explain one reason why a small Indian restaurant operating at full capacity every Friday and
Saturday evening, would want to increase its capacity utilisation at other times of the week (4 marks)

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A UK manufacturer looking to reduce unit costs, has switched suppliers of its component parts
from a British to a Chinese producer. Analyse one potential drawback to the UK manufacturer
of making this decision
(6 marks)

AQA A Level Business Unit Assessment Page 5

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Extra Space

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Section C
ANSWER ALL QUESTIONS IN THIS SECTION

It is a well-known fact that the UKs population, which stands at approximately 65 million people, is ageing.
Since mid-2005, the UKs population aged 65+ has increased by 21% (1.5 million people) with the greatest
growth in % terms coming from those aged 85+ at 31%. Over the next 20 years, the 65+ population in
England is estimated to grow by just over 49% or more than 4.7 million people, as shown in Figure 1, with
again the fastest growing group being those aged 85+.

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Figure 1: Projected number of people aged 65+ and over in England by age group, 2015/16-2035/36
8,000,000
7,000,000

Number of people

6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
0

2015/16

2020/21

2025/26

2030/31

2035/36

Financial year

65-74

75-84

85+

Source: Office for National Statistics (2013a4)

One business that is well placed to take advantage of these demographic trends is MGS Ltd. MGS
specialises in producing hand crafted chairs and sofas, that all provide superior back support and comfort.
Selective ranges of the firms chairs also have push button technology that assist the sitter to rise
effortlessly from their seated position, whereas others also have a total recline option, so that afternoon
naps can easily take place.

MGS prides itself on excellent customer service. The firms customers, typically the 65+ age group, can
either choose to come into one of the companys 58 stores or arrange to have a free consultation at home
about which product is right for their individual needs. When making their selection, customers can choose
between four sizes of chair and a wide range of fabrics and leathers. Once placed, the order is sent to
MGSs factory in Yorkshire, where the furniture is produced to order by a team of skilled craftsmen and
apprentices, using only the finest quality materials sourced from the UK. As such, all chairs are guaranteed
for 5 years. This process has remained the same since the business started trading 45 years ago.
Dependent on the products chosen, demand and factory holidays, customers then wait for between 2-6
weeks for free home delivery.

AQA A Level Business Unit Assessment Page 7

Recently, MGS conducted a series of focus groups and discovered that many of its customers found
some of its ranges of furniture old fashioned. Due to the lack of competition in the market, the company
has kept many of the designs the same for several years. The firms research also uncovered that the over
65 age group were resilient and spirited and wished to spend as long as possible in their own homes.
Consequently, they wanted more modern styles in their choice of furniture, if they felt the need to buy a
specialist chair or sofa.

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After much consideration, MGS has decided to launch two new ranges of more modern designs and styles
of sofas and chairs, aimed at attracting the more discerning older customer. The firm also believes this
move would help to encourage younger family members, who invariably come along to stores to view the
products, to persuade their older relatives to make an instore purchase. This is vital, as the average selling
price of one chair alone is 1,600. The dilemma for MGS at present, is whether to invest in new equipment
and training to develop these products in its existing factory, estimated to cost 400,000, or whether to
outsource production to another British manufacturer, whilst the firm assesses demand for these new
products. The business currently has no debt and manages any significant changes in demand through the
payment of overtime. The operations manager has produced some data in Figure 2 to assist in this decision.

Figure 2

Maximum weekly capacity

Average output per week
Factory shutdown per annum
Number of full-time permanent skilled staff
Number of apprentices
Apprentice training period
Monthly fixed costs
Variable cost per chair

400
380
4 weeks
90
5
3 years
700,000
50% of selling price

9
Calculate the total capacity per annum at MGS Ltd Yorkshires factory. Show your workings

(2 marks)

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Analyse the benefits to MGS Ltd of producing its chairs and sofas to order

(9 marks)

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10

Extra Space

AQA A Level Business Unit Assessment Page 9

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Page 10 AQA A Level Business Unit Assessment

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11 Do you think outsourcing is the best way for MGS Ltd to produce the new ranges of chairs and sofas?

(16 marks)

AQA A Level Business Unit Assessment Page 11

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End of Questions

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MARK SCHEME

AQA A Level
Business

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Unit Assessment
This Unit Assessment covers:

3.4 Decision making

to improve operational
performance

Section A
Question Number

Answer

1
D

2 B
3
A

Question Number

Answer

4
5

C
C

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Section B
6

A medium sized food retailer currently receives 800 trays of inventory each day on its morning delivery.
It employs 5 members of staff to replenish the shelves with this stock in a two hour time slot, prior to
the store opening. Towards the Christmas peak trading period, the number of trays increases by 50%
and the staff levels increase by 20%.

6.1 Calculate the change in labour productivity per hour, between the pre-Christmas and Christmas

peak trading periods, during the morning replenishment of stock. Show your workings

(4 marks)

Marks for this question: AO1= 1 and AO2 = 3

Answer: increase of 20 trays

Labour productivity per hour pre peak = Total output

Number of employees

= 800 = 160/2 = 80 trays (1 mark)

5

New output level at peak trading

= 800 x 1.5 = 1,200 trays (1 mark)

New staffing level at peak trading

= 5 x 1.2

= 6 members of staff

Labour productivity per hour peak

= 1200
6

= 200/2 = 100 trays (1 mark)

Change in labour productivity per hour

= 20 trays (4 marks)

= 100 80

If no valid calculation: award 1 mark for correct formula (above)

Page 2 AQA A Level Business Unit Assessment Mark Scheme

6.2 Explain why measuring labour productivity per hour is important to a medium sized food retailer

during the morning replenishment of stock

(4 marks)
Marks for this question: AO1=2 and AO2 = 2
The candidate will typically:

Marks

3

2

1

Provide a response that is well explained using knowledge and understanding and
is applied to the context
Provide a reasonable explanation using knowledge and understanding and with
some application to the context
Demonstrates some knowledge and understanding but the explanation is limited
and lacking application to the context

4 marks
2-3 marks

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Level

1 mark

Examples of how the assessment objectives might be met in this question include:
h demonstrate knowledge and understanding of labour productivity (A01))

h be applied to the context of a medium sized food retailer (AO2)

Possible responses:
Labour productivity measures the output per worker over a defined period of time

h An increase in labour productivity will result in an increase in efficiency and a reduction

in labour cost per unit

h Retailers are labour intensive; lowering labour costs per unit will reduce overall unit costs

for the retailer, which is important in a highly competitive market, as any cost savings will give
the business more flexibility on price

h The food retailer would set replenishment targets for its staff; by measuring labour productivity

the business could see whether these targets are being met, which could act as a motivational
tool to encourage staff to work hard

h The business has set aside two hours prior to the store opening for the members of staff to replenish
the shelves; measuring labour productivity will help to ensure that this deadline for replenishment
is achieved

h A higher level of customer service can be achieved if shelves are fully stocked and the store is ready
to open; this can be achieved through monitoring labour productivity levels

h Measuring labour productivity will help the business to determine staffing levels during normal
and peak trading months

h A food retailers morning delivery would include inventory that would need to be kept chilled;

by monitoring labour productivity levels, the food retailer can ensure that all inventory is kept
at the correct temperature so that it is of the correct quality to be sold, reducing any food wastage

AQA A Level Business Unit Assessment Mark Scheme Page 3

7
Explain one reason why a small Indian restaurant operating at full capacity every Friday and Saturday

evening, would want to increase its capacity utilisation at other times of the week

(4 marks)
Marks for this question: AO1=2 and AO2 = 2
The candidate will typically:

3

2

1

Provide a response that is well explained using knowledge and understanding and
is applied to the context
Provide a reasonable explanation using knowledge and understanding and with
some application to the context
Demonstrates some knowledge and understanding but the explanation is limited
and lacking application to the context

Marks
4 marks
2-3 marks

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Level

1 mark

Examples of how the assessment objectives might be met in this question include:
h demonstrate knowledge and understanding of capacity and capacity utilisation (A01)

h be applied to the context of a small restaurant (AO2)

Possible responses:
Capacity utilisation measures the current output level as a percentage of maximum possible output

h Some of the ingredients used in the restaurant would be perishable; increasing its capacity utilisation
at other times of the week will help to ensure that minimal amounts of food products are wasted

h Bookings are not always taken for Indian restaurants as some customers just drop in; in this situation
the business would have to pay the waiting staff even if the restaurant is not busy; increasing
the capacity utilisation of the restaurant would mean that these costs and any other fixed costs
are spread across more units, lowering unit costs and increasing the firms profit margin

h Increasing capacity utilisation would mean that demand for the restaurant increases; this will help
to increase word of mouth communication especially if the quality of the food and service is high,
driving further sales

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8
A UK manufacturer looking to reduce unit costs, has switched suppliers of its component parts

from a British to a Chinese producer. Analyse one potential drawback to the UK manufacturer

of making this decision

(6 marks)
Marks for this question: AO1=2, AO2 = 2, AO3 = 2
The candidate will typically:

Marks

3

2

1

Provide a response that is well analysed using knowledge and understanding

and is applied to the context
Provide a reasonable analysis using knowledge and understanding and with
some application to the context
Demonstrate some knowledge and understanding but the answer is limited and
lacking application to the context

5-6 marks
3-4 marks

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Level

1-2 marks

Examples of how the assessment objectives might be met in this question include:
h demonstrate knowledge and understanding of business terminology influences on choice of suppliers (A01)

h be applied to the context of a British manufacturer of component parts changing suppliers (AO2)
h analyse one potential drawback to the UK manufacturer of changing supplier (A03)
Possible responses:
A supplier is a business that provides goods or services to another business

h The lead time between ordering and delivery of component parts would increase significantly;
this would require increased planning to ensure that component parts arrive on time, in order
for the manufacturing process in the UK to run smoothly

h Flexibility would be reduced; the manufacturer would not be able to take on last minute orders,
reducing the level of customer service

h Unit costs would be lowered, but how would this affect quality? Any quality issues would be difficult

to resolve and would impact on the flow of the UK manufacturing process; the UK manufacturer would
have to wait a considerable amount of time for a replacement batch of these components, if quality
problems were found

h Language barriers may be challenging in negotiating contracts and securing lower prices,
impacting on management time

h The UK manufacturer has no current relationship with the Chinese supplier; how reliable and dependable
will they be? Any delays could potentially leave the production workers and machinery idle, increasing
unit costs and reducing profit margins

h The UK manufacturer could find themselves faced with bad publicity dependent on the size of the loss of

orders with the old British supplier, particularly if any job losses were announced as a result of this change;
equally businesses are increasingly accountable for the actions of their suppliers, the British manufacturer
would need to be assured of the Chinese factory/working conditions to ensure that there were no
repercussions on its own business

AQA A Level Business Unit Assessment Mark Scheme Page 5

Section C
Marks

9
Calculate the total capacity per annum at MGS Ltd Yorkshires factory. Show your workings

(2 marks)
Marks for this question: AO1=1 and AO2 = 1
Answer = 19,200 units (2 marks)

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Total capacity = total weekly maximum output x number of operational weeks

Total capacity = 400 x 48 (weeks per year) = 19,200 units (2 marks)
If no valid calculation: award 1 mark for correct formula (above)

10 Analyse the benefits to MGS Ltd of producing its chairs and sofas to order

(9 marks)

Marks for this question: AO1=3, AO2 = 3, AO3 = 3

Level

The candidate will typically:

Marks

A good response overall that focuses on many of the demands of the question
Provides an answer to the question set that:

7-9 marks

h demonstrates a depth and range of knowledge and understanding of issues in

the question

h demonstrates analysis which is well developed and is applied effectively to the

context

A reasonable response overall that focuses on some of the demands of the

question
Provides an answer to the question set that:

4-6 marks

h demonstrates a limited knowledge and understanding of a range of issues in the

question or a good knowledge and understanding of relatively few issues in the

question

h demonstrates analysis which is developed and is applied to the context

A limited response overall with little focus on the demands of the question
Provides an answer to the question set that:

h demonstrates a limited range and depth of knowledge and understanding

of issues in the question

h demonstrates analysis with little development and with mainly descriptive

application to the context

Page 6 AQA A Level Business Unit Assessment Mark Scheme

1-3 marks

Examples of how the assessment objectives might be met in this question include:
h demonstrate knowledge and understanding of relevant issues such as producing to order (A01)

h be applied to the context of MGS Ltd (AO2)

h analyse the benefits of producing chairs and sofas to order (A03)
Possible responses:
Producing to order is a production method whereby the business will make the product only
when a confirmed order is received

h The business will incur less stock-holding costs, which would be a significant cost saving due

to the size of chairs/sofas; insurance costs would also be reduced improving liquidity and profitability

h Employees are highly skilled and therefore will be more motivated, as each chair and sofa is made
to a specific order, increasing labour productivity

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h MGS is able to customise its products (to a certain extent) according to each individual order,
meeting customer needs more exactly; this would increase MGSs reputation and demand,
allowing the business to charge premium prices for its products

h Lack of competition in the market and specialist customised products means that customers
are prepared to wait 2-6 weeks for delivery; there is no requirement to hold stock

AQA A Level Business Unit Assessment Mark Scheme Page 7

11 Do you think outsourcing is the best way for MGS Ltd to produce the new ranges of chairs

and sofas?

(16 marks)
Marks for this question: AO1=4, AO2 = 2, AO3 = 4, AO4 = 6
Level

The candidate will typically:

Marks

An excellent response overall that is fully focused on the key demands of the
question
Provides an answer to the question set that:

13-16 marks

h demonstrates a depth and range of knowledge and understanding that is precise

and well selected in relation to issues in the question

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h demonstrates analysis throughout which is well developed, is applied effectively

to the context and considers a balanced range of the issues in the question

h makes judgements or provides solutions which are built on analysis, show

balance and have a clear focus on the question as a whole throughout

A good response overall that focuses on many of the demands of the question
Provides an answer to the question set that:

9-12 marks

h demonstrates a depth and range of knowledge and understanding of issues in

the question

h demonstrates analysis which is well developed, applied effectively to the context

and considers a range of issues in the question

h makes judgements or provides solutions which are built on analysis, show balance
and address the question as a whole

A reasonable response overall that focuses on some of the demands of the

question
Provides an answer to the question set that:

h demonstrates a limited knowledge and understanding of a range of issues in the

question or a good knowledge and understanding of relatively few issues in the
question

h demonstrates analysis which is developed, applied to the context and considers

some of the issues in the question

h makes judgements or provides solutions which are built on analysis, but lack
balance and are not fully focused on the question as a whole

Page 8 AQA A Level Business Unit Assessment Mark Scheme

5-8 marks

Level

The candidate will typically:

Marks

A limited response overall with little focus on the demands of the question
Provides an answer to the question set that:

1-4 marks

h demonstrates a limited range and depth of knowledge and understanding of issues

in the question

h demonstrates analysis with little development, mainly descriptive application to the

context and considers a limited number of issues in the question

h makes judgements or proposes solutions which have limited links to analysis or

limited focus on the question as a whole

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Examples of how the assessment objectives might be met in this question include:
h demonstrate knowledge and understanding of relevant issues such as outsourcing (A01)

h be applied to the context of MGS Ltd (AO2)

h analyse the possible reasons to outsource production/produce in house at MGS Ltd (A03)
h evaluate qualitative and quantitative information to make a judgement as to whether

or not outsourcing is the best way for MGS Ltd to produce the new range of sofas/chairs (AO4)

Possible responses:
Outsourcing is when a business uses a third party for one or more of its business processes
Outsourcing is the best way to produce the new range of chairs and sofas:

h The business is currently operating at 95% capacity utilisation; the business has spare capacity to make

approximately 20 more chairs each week; however if MGSs market research is accurate, this may not
be enough capacity to meet demand for the new products; a wait of more than the current 2-6 weeks
may be seen as unreasonable, which would go against MGSs customer service objective; it may be best
to outsource, to ensure supply can meet demand

h Outsourcing would result in the business incurring a cost of 400,000 for capital equipment and training;

this cost would not need to be paid if an outsourcing partner was used, lowering the risk to the
business as it embarks on product development

h It is not clear how many focus groups MGS conducted and how closely the market research would reflect

its target market views; outsourcing would allow the risk to be passed to the third party until demand
could be assessed accurately

h The business employs just five apprentices, who each train for three years before becoming fully qualified,

limiting MGSs flexibility; the business pays overtime to its full time permanent staff when it has a significant
increase in orders; this would be expensive, due to the staff being highly skilled. Through outsourcing,
MGS would avoid these costs

h The outsourcing partner is British; MGS could therefore continue to assure its customers that all of its

products were made in Britain, which is increasingly important to discerning customers who are
looking to spend large amounts on pieces of furniture

AQA A Level Business Unit Assessment Mark Scheme Page 9

Outsourcing is not the best way to produce the new range of chairs and sofas:

h The business has been trading for the last 45 years and has no debt; the business is currently making

a yearly profit on chairs alone of 6,192,000 (Revenue: 48 x 380 x 1,600 = 29,184,000 Fixed costs:
12 x 700,000 = 8,400,000 Variable costs: 48 x 380 x 800 = 14,592,000) and therefore the
business could easily afford the investment of 400,000 machinery/training required to develop these
new ranges

h The demographic/population statistics suggest that the 65+ age group, MGSs target market, is set to

grow by 49%, 4.7 million people, over the next 20 years, with the 85+ age group experiencing the largest
growth; with the older population becoming more discerning and resilient to stay in their own homes, it
may be a wise move to invest in extra capacity now to be best placed to satisfy future demand not only in
the new ranges, but also in the traditional ranges

h The business currently has no direct competition; there is a threat of new entrants if this market niche

is seen as highly profitable and demand is set to grow; it would be wise for the business to invest now,
into new ranges, before new rivals spot the opportunity and enter the market

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h MGS prides itself on not only providing excellent customer service, but also uses the finest quality British

materials by skilled craftsmen; could the quality of the outsourcing partner be guaranteed? Monitoring
quality and lead times to ensure customer needs are met, would take up valuable management time

h MGS is an experienced producer of chairs and sofas; staff may feel more motivated to take on board

new modern ranges increasing labour productivity

h The business would need to negotiate a fee with the outsourcing partner; this would impact on

profit margins

Overall:
h MGS is an experienced producer of chairs and sofas; however it has not been successful in updating its
product ranges over the years, perhaps due to the lack of competition; as this market is growing, it could
be argued that now is the right time for the business to invest in extra capacity. MGS appears very labour
intensive; training the staff to produce these new ranges would give more flexibility to the firm

h Outsourcing would allow MGS to continue to provide the high levels of customer service that it prides itself
on and ensure that lead times were not increased to an unsatisfactory level; this move would give MGS
time to increase its own capacity and move production in house if demand escalated for the new,
modern ranges

h The business could look at other alternatives to increase capacity; choosing not to shut down the

production line for four weeks of the year could potentially increase capacity by an extra 1,600 chairs, but
clearly training and the investment in machinery would still need to take place; but would this figure be
lower? The business could also look to take on more apprentices, who would be able to produce more
chairs in the future, if there was sufficient room in the factory for additional staff

h The decision depends upon the time period being looked at; perhaps in the short-term it would be best to
outsource production to assess demand without incurring a heavy investment in training and machinery;
this may be a quicker solution with less risk, especially if demand for the new products is not sustained

h The overall decision depends upon the importance to MGS of keeping products made in house; despite

the size of the market growing, the market MGS operates in is steady and stable, with no direct
competition at present. The business has made the decision to launch the new ranges, but the present
market conditions would give the business time to increase its own capacity at its own pace, whilst
monitoring demand and the market carefully

Page 10 AQA A Level Business Unit Assessment Mark Scheme